​

Challenges of developing a fit-for-purpose business strategy

​

Many organisations constantly struggle with how to sensibly measure, their often perceived, unmeasurable intangibles as key considerations when they try to create a balanced perspective and KPIs for achieving their strategic intents.

​

The key success factors for developing a meaningful & effective strategic plan:

​

• Accessing the right Information - The quality and completeness of relevant information that goes into the strategic planning process is what differentiates it from the rest. Such necessary information should consist of: A) Linear systemic data; and B) Non-linear complex data.

​

Please note that most organisations have little to no information about their complex influences & behavioural situations.

​

• Establishing a real context of what the business environment is telling us - Ability to construct an accurate picture & context of what is happening inside & outside the business. The accuracy of constructed context is proportional to the soundness of the organisational mindset and holisticness of views. 

 

• Making sense of the meaning and influences of the current context on the organisational ongoing prosperity - Understand the implications, potentials, and threats of the current situational context.

 

• Understanding current organisational capabilities & ability for their effective utilisations - Knowing what capabilities currently exist, how they are packaged and how they are utilised/ operationalised.

 

• Creating a realistic vision for the future - Ability to create a realistic future vision based on the available opportunities and potentials to building on current capabilities. This means:

​

• Creating a sustainable vision for equitably serving all stakeholders (include everyone’s satisfaction in your vision).

• Identifying the nature and dimensions of the required/ essential capabilities for actualising the strategic vision.

• Intelligently assessing gaps between the current capabilities and the required future capabilities.

• Evaluating the feasibility of acquiring/developing new capabilities for meeting the gaps.   

​​

• Creating a set of balanced & realistic strategic goals - Ability to design, clearly define and measure a balanced set of strategic goals across a diverse mix of stakeholders with often competing needs and priorities. This means an organisation needs to:

​

• Clearly understand the business dimensions of 1) easily measurable factors such as financials, output volumes and tangible business outcomes; 2) the hard-to-measure factors such as the stakeholders’ complex relationship landscape, behavioural expectations/ obligations’ outcomes (Culture) and associated behavioural business risks.​

​

• Adopt intelligent methodologies (i.e., the ones that can holistically meet the needs of the business complex environment) for balancing the easy-to-measure factors with the hard-to-measure factors to ensure the strategic goals and objectives can sustainably satisfy the overall organisational expectations for achieving its strategic visions.​

​

​